First-line managers dealing with different management approaches

Heidi Hagerman,Bernice Skytt,Maria Engström,Annika Strömberg

doi:10.1108/lhs-09-2018-0046

Abstract

PurposeThe purpose of this paper is to contribute new knowledge about how first line managers (FLMs) in elderly care perceive their situation, with a focus on differences in management approaches at the intersection of the central and local parts of the organization.Design/methodology/approachThe present study has a qualitative approach and is part of a larger project on FLMs in elderly care. The results presented here are based on a secondary analysis of 15 of the total of 28 interviews carried out in the project.FindingsThe main results are twofold: the majority of FLMs perceived differences in management approaches between local and central management; the differences caused some struggle because FLMs perceived that the management system did not support the differences. The two main aspects that caused the FLMs to struggle were differences in the foci of the management levels and difficulties in influencing the conditions of management.Originality/valueThe results contribute to the debate on what aspects are important to sustainable management of elderly care. It is common knowledge that FLMs have a complex position, intermediate to the central, upper level management and their subordinates at the local level – levels with different foci and interests. The study contributes new knowledge about what these differences consist of and the dilemmas they cause and offers suggestions as to what can be done to reduce both energy waste and the risk of low job satisfaction.

Highlights

The situation for first line managers (FLMs) in municipal elderly care is often described as complex and challenging (Ekholm, 2012; Hagerman et al, 2015)
A struggle arises when differences in management approaches are perceived The overarching theme in the analysis was: A struggle arises when differences in management approaches are perceived, which articulates the ongoing strife the FLMs experienced when trying to deal with the perceived differences in local and central management approaches
The results show that this was reflected in the management system, which influenced whether and how FLMs, in relation to their own management approach, could act in their FLM role

Summary

Introduction

The situation for first line managers (FLMs) in municipal elderly care is often described as complex and challenging (Ekholm, 2012; Hagerman et al, 2015). The FLMs often work close to daily operations at their units and have responsibility for services, staff and finances. Their position is intermediate to the central, upper level management and their subordinates at the local level (Lutz and Olsson, 2011). The present study aims to contribute new knowledge about how FLMs perceive their own local management and central management. We mean the hierarchy “above” the FLMs, i.e. levels of middle managers and central management. We mean the management the FLMs are responsible for providing in their respective organizations

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Discussion

Conclusion